Solution Provider

SIG offers an array of services tailored to your business needs. Please click on a heading to the left to learn more.

Team Monitoring

Sterling Innovations Group’s mentoring style is to become one with the team. The team leader always runs the team. It is SIG’s job to know the challenges inside and out to avoid any areas that can impede a teams efforts or as we like to say “muck things up.”

Our style is very different from “other consulting companies” as a matter of fact the SIG approach is in a class by itself. The company battle cry is,” resultants rather than consultants.” SIG’s compensation is linked directly to deliverables and customer benefits. When SIG misses deliverables and milestones it means loss of revenue to SIG. So there is plenty of motivation to meet our goals. To date our record is excellent!

The Six- Sigma methodology is coupled with our mentoring style to give team leaders choices based on data as to the best direction for the team to precede or solutions to process difficulties.

SIG is application orientated. Having knowledge of all the different problem solving tools is only half the battle, knowing what tool to apply to a particular challenge is the key to team efficiency.

• Direct Return on Investment
• Reduced cycle-time on project completion
• Increased probability of success
• Improved efficiency through proper application of tools
• Accomplished, successful, energized team

Deliverables:

Along with the above benefits, SIG will provide direct feedback on each project mentored, including documentation, investment required, scheduling, troubling shooting and team resources. All documentation/ feedback is approved by the team leader prior to release to team sponsors.

Process Evaluation

There are many occasions when clients need to have a process or team progress evaluation. This involves two (2) process experts from SIG to visit with plant personnel and team members. At least one of the experts will have a Black Belt Six- Sigma rating and the other will have knowledge of the process to be evaluated.

The plan is to meet with all team members, champions, stakeholders, customers (internal) and management to make sure there are efficient line of communication in place.

Next steps include review of existing process, problem statement and project scope.

The Process Evaluation phase is required to determine the current state of affairs and proper application of tools required .

The last step is a yes/ no decision matrix.

1) Is there a case history 6 sigma effort in this area?
Yes | No

2) Is there an opportunity to reduce complexity?
Yes | No

3) Are there financial measures that can be used to judge the effort? Yes NO
Yes | No

4) Is there a belief that this area can be improved through process rigor, standardization and the elimination of variability?
Yes | No

5) Is there a belief that our current structure inhibits the likelihood that we will continue to avoid change? Yes NO
Yes | No

6) Is there a known defect? Yes NO
Yes | No

7) Is there an known benchmark target/efficiency or 6- sigma rating? Yes No
Yes | No

8) Are there agree to shortfalls in the process, performance, or results that can be impacted in this area?
Yes | No

9) In the past have experiments been haphazard with very little useful data?
Yes | No

10) Is there a lack of data and is the existing data outdated or conflicting?
Yes | No

Answer yes to three or more of the above questions and there is a high probability that your process will benefit from a 6-Sigma

Initiative, please contact SIG to discuss a more detailed evaluation

Some projects may require less than a full 6- Sigma approach. This will also be determined through a SIG evaluation.

The heart of Six-Sigma

Many companies are unaware of the real cost of running a process or doing business. The cost of poor quality goes unnoticed or undervalued and Sigma levels are unknown.

Six-Sigma is a data driven results-oriented, project focused methodology for process improvement and quality assurance.

There are five important elements of 6-sigma:

1. Voice of The Customer (VOC) is many times overlooked. It is amazing how many companies misread their customers or market trends.
2. Value-Added Analysis to reduce or eliminate delays in existing products or services.
3. Process Control to monitor and maintain a process that meets or exceeds customer requirements at a profit.
4. Root-Cause Analysis to discover the real process problems that lead to cycle time reduction and elimination of defects.
5. Design for 6-sigma (DFSS) to create new products or services that enter the market place ahead of the competition.

The cost of poor quality is usually viewed in terms of rework or material waste. The real cost is harder to calculate , expressed in lost customers due to missed delivery dates and reduction in market share.
Poor quality opens the door for your competition to gain market share. Loss of market share hurts the most and is exemplified in a review of the automotive market during the 1970's, 80's and 90's. Ford, GM and Chrysler controlled the automotive market leaving less than 10% to foreign auto makers. Today foreign automobiles account for 30% of the USA market, do in large part to poor quality.

To supercharge your six-sigma teams consider team mentoring with Sterling Innovations Group.

Lean Manufactoring

When applying the lean manufacturing approach one should look at the process as something that needs fine tuning rather than a complete overhaul. Your process works most of the time, needs to run well all the time to turn a profit. Examine the following areas: elimination of bottle necks, decrease downtime, rework and cycle time reduction.

Simply stated Lean Manufacturing is the ability to do the following items on an ongoing Basis 24/7.

• Learn new/better ways to accomplish old tasks
• Efficient operation of process, know the true operating cost
• Anticipate/adjust for changes
• Network; constantly communicate performance with suppliers/customers

Look for “low hanging fruit” grab it and continue to gather supplier/customer and process Data to make changes, know the process variables inside and out, look for trends to help Anticipate adjustments.

As mention above, Lean is a 24/7 operation and is usually performed by the process team For more difficult challenges the process may require the application of six-sigma tools.

Team Selection

As part of SIG’s assessment we provide tools and direct suggestions on the people and skills needed for a specific improvement team to succeed.

Innovation

Going through the Six Sigma and/or Lean manufacturing processes is an excellent way to realize savings, and it's a great beginning. Once you optimize efficiencies and develop new processes, its important to regulaly review those new systems to assure that they continue to yield positive results. This is the beginning of innovation.

Everyone in a successful company needs to be innovative in the execution of their daily activities —innovation needs to be company wide.

Sterling Innocationss Group will work with you through the Innovation process.
Because in business, you either Innovate or vegetate!

	I	Intelligence Gathering... Meeting of the minds, true brainstorming around technology and business ideas, what is going on in other areas of research, academia, discoveries, journal entries, trends, world of tomorrow, and assess knowledge level.
	N	Needs vs. Wants... Corporation, Company, Individual, Market. Separate real from noise. Past performance should match aspirations.
	N	Nurturing Process... Start life cycle, establish R&D team, prove process/technology, determine feasibility, and decide to employ Rapid Research, Development and Delivery (RRD&D) techniques.
	O	Orchestrate Resources... Arrange tiers of funds, subject matter, experts and facilities to keep moving through innovation levels.
	V	Voices... Establish voice of the corporate culture, voice of the company culture and voice of the customer, decide whether to move forward, shelve technology for future demands, or sell technology and move on to more lucrative opportunities.
	A	Accelerate Process... Move from thinking/ experimental to reality… Fine tune technology, prove practicality, pilot plant operations, show profitability and identify competition/disruptive technologies inside and outside of company.
	T	Timing... Calculate best time to enter market place. Leader vs. Fast follower vs. License technology Keep in mind— early bird may get the worm but the second mouse gets the cheese.
	E	Energy... Determine how much of the company resources are required to overcome inertia and establish an ongoing profitable process/rate of return/manage life cycle.	Innovate, or Vegetate.